The second week of Management 300 has now come to an end and although it was initially intimidating I can now say I am genuinely excited for rest of this course to take shape. The two things I want to reflect on are MikesBikes and the process of forming groups
The first impression I got from MikesBikes is that was TERRIBLE; I struggled to get any positive changes in my Share Holder Value (SHV) and the learning manuals were overwhelmingly long. However, the fear of being put into a terrible group pushed me on to pursue a SHV over $25 and once I was able to get accustomed to the program I was soon making great progress. Approximately two and a half hours after sitting down I had my first positive change in SHV; approximately three hours after sitting down my shareholder value was over $40 and I was addicted. If it had not previously scheduled plans I am sure I would have spent even much more time trying to get the highest SVH I possibly could. This scenario, for me, is a good metaphor of the entire course. Although MGMT 300 often seems daunting and time consuming the course is also very rewarding; once these rewards are realized work that once seemed daunting is now enjoyable, maybe even addicting.
The process to form groups was very streamlined in my opinion. Last year I completed the third year of my program at my home university, the University of British Columbia. The year was entirely focused around group projects, presentations, and papers; almost every large assignment we had was to be completed with a group, which was decided by the teacher. These groups were built based on diversity of gender, culture, grades, background, and goals. The year was very rewarding, not just in school, but also because I made many new friends I would not have had the change of meeting. Katzenbach and Smith (1992) state that teamwork helps “students enjoy grappling with the ideas and problems the class presents, and they also develop a sense of community among the students that contributes to the departmental or school esprit de corps.” I can completely relate to this idea with my previous experience, however, the one thing I absolutely hated about it was the goal diversity. Team members often had entirely different expectations for what grades they wanted to accomplish and this resulted in all kinds of issues, including, but not limited to, certain team members carrying others, high tensions, and many frustrating evenings. For this reason I was so glad to see that Peter had organized the teams based around goals. We had the chance to meet our teams earlier this afternoon and already I can say I am very happy with my group; not only does everyone’s personalities seem to get along but we are very unified when its comes to expectations based on grades. This is a great system and I hope to see it implemented into my home university eventually.
Overall the first two weeks of MGMT 300 has been very interesting and I am excited to see what it has to offer in the future!
Katzenbach, J. R. & Smith, D. K. (1992). Why teams matter. McKinsey Quarterly, (3), 3--27